Global energy demand is accelerating, and business leaders are under pressure to secure stable, clean power for the long term. Across industries—from utilities and tech to manufacturing and government—reliable access to energy is becoming a defining factor in competitiveness. Many are turning to nuclear power projects to lock in energy security, stabilize costs, and strengthen sustainability performance for decades to come.
Organizations are moving forward with a growing number of nuclear power projects as they modernize infrastructure, avoid supply chain bottlenecks, and manage rising energy costs. PwC’s latest Pulse Survey shows business leaders directing more capital expenditures (CapEx) toward projects that deliver efficiency, resilience, and long-term value—areas where nuclear energy projects are increasingly competitive.
At the same time, advances in artificial intelligence (AI), data integration, and automation are reshaping how these large, complex projects are executed. From early planning through commissioning, these capabilities help reduce uncertainty, improve coordination, and help projects finish on time, on spec, and without costly overruns.
Overcoming Legacy Challenges Through Innovation
Historically, nuclear energy projects faced three major hurdles: long build schedules, high capital costs, and regulatory complexity. Today, execution risks are falling, thanks to a combination of predictive analytics, integrated delivery schedules, and modular design.
Predictive tools—including real-time models, integrated scheduling, and AI-driven scenario planning—are reducing execution risk by spotting potential disruptions before they occur. Risks such as permitting delays, workforce shortages, and equipment bottlenecks are flagged early, enabling teams to deploy preemptive solutions and keep projects on track.
Project planning is also evolving. While governments continue to drive nuclear power expansion through regulation, funding, and incentives, the private sector is increasingly stepping in as co-developers and co-investors. Industrial leaders are joining regulators, technology providers, manufacturers, financiers, and long-term power buyers (offtakers), such as utilities, large industrials, and data center operators, in early-stage consortia. By committing to purchase power once the plant is operational, these offtakers help secure project revenues, strengthen financing, and align delivery with their future energy needs. Together, these early collaborators share data, align objectives, and commit jointly to project execution.
Design innovation is further accelerating execution. Small modular reactors (SMRs) and microreactors are compact, scalable, and replicable, requiring smaller sites and lower budgets than traditional plants. Ideal for industries that demand localized, uninterrupted power—such as heavy manufacturing, semiconductors, and hyperscale data centers. Prefabrication and offsite modular assembly improve quality control, reduce on-site labor needs, and shorten construction timelines, helping nuclear power projects move from planning to operation more efficiently and cost-effectively.
Reimagining Capital Investments for Resilience
The progress toward getting nuclear power projects underway is part of a broader business strategy evolution. Reactive, ad hoc spending is giving way to integrated, outcome-driven capital programs designed to future-proof operations against supply chain volatility, energy price swings, and climate risk. Two shifts in corporate investment priorities stand out:
From Efficiency to Resilience. Cost efficiency still matters, but resilience is now equally critical. Nuclear energy projects provide on-demand, on-site power, safeguarding against supply shocks, extreme weather, and geopolitical turbulence.
From Short-Term ROI to Long-Term Value. Capital project decisions are now evaluated based on both payback period and long-term value added, including energy security, emissions reduction, stakeholder confidence, and regulatory alignment—areas where nuclear power projects can excel.
Final Thoughts
Delivering future nuclear power projects will require more than proven engineering—it demands new ways of working. As projects grow in scale, complexity, and urgency, execution strategies are being reshaped by AI, data integration, and automation. These capabilities are enabling teams to see further ahead, respond faster, and operate with greater certainty. The organizations that harness these tools now will not only meet rising demand but can set the benchmark for reliability, resilience, and value in the evolving power landscape.
— Daryl Walcroft, Global Leader, Engineering and Construction at PwC
